What have we learnt about board gender diversity as a business strategy? The appointment of board subcommittees
comunitat-uji-handle:10234/9
comunitat-uji-handle2:10234/8648
comunitat-uji-handle3:10234/8649
comunitat-uji-handle4:
INVESTIGACIONMetadatos
Título
What have we learnt about board gender diversity as a business strategy? The appointment of board subcommitteesFecha de publicación
2018Editor
WileyISSN
0964-4733; 1099-0836)Cita bibliográfica
PUCHETA‐MARTÍNEZ, María Consuelo; BEL‐OMS, Inmaculada. What have we learnt about board gender diversity as a business strategy? The appointment of board subcommittees. Business Strategy and the Environment, 2018.Tipo de documento
info:eu-repo/semantics/articleVersión de la editorial
https://onlinelibrary.wiley.com/doi/full/10.1002/bse.2226Versión
info:eu-repo/semantics/submittedVersionPalabras clave / Materias
Resumen
This paper explores whether a board's gender diversity influences the voluntary formation of its board subcommittees. Female board directorship may become a business strategy for firms if it affects the appointment ... [+]
This paper explores whether a board's gender diversity influences the voluntary formation of its board subcommittees. Female board directorship may become a business strategy for firms if it affects the appointment of board subcommittees. We hypothesize that the voluntary creation of board subcommittees is affected by the presence of female directors on boards; the presence of independent, executive, and institutional female directors; and the proportion of shares held by female directors on boards. Board gender diversity has been measured as a proportion and with Blau's index. The results show that independent female directors are positively associated with the likelihood of voluntarily setting up all or some of the committees and a supervision and control committee. The presence of executive female directors negatively influences the probability of forming all or some of the committees, an executive committee and a supervision and control committee. The percentage of shares held by female directors has a positive effect on the voluntary creation of an executive committee. The findings also report that women directors and institutional female directors do not contribute to the voluntary creation of board subcommittees. Our evidence shows that female board directorship impacts the demand of internal control mechanisms such as board subcommittees, suggesting that firms should take it into account as a business strategy. The main implications derived from this research are relevant for Spanish policymakers and researchers because board gender diversity may play a significant role in the decision‐making processes of firms and may influence firms' outcomes. [-]
Descripción
This is the pre-peer reviewed version of the following article: What have we learnt about board gender diversity as a business strategy? The appointment of board subcommittees, which has been published in final form ... [+]
This is the pre-peer reviewed version of the following article: What have we learnt about board gender diversity as a business strategy? The appointment of board subcommittees, which has been published in final form at https://doi.org/10.1002/bse.2226. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. [-]
Publicado en
Business Strategy and the Environment, 2018Proyecto de investigación
Spanish Ministry of Economy, Industry and Comptetitiveness / ECO 2017‐82259‐RDerechos de acceso
Copyright © John Wiley & Sons, Inc.
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info:eu-repo/semantics/openAccess
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info:eu-repo/semantics/openAccess
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